Al Jazeera International Catering L.L€¦ · JIC supply chain has been categorized into 2 sections...

Al Jazeera International Catering L.L.C

Sustainability Report 2018

© 2018 Copyright | Confidential & Proprietary disclosed under NDA Al Jazeera International Catering L.L.C

AWARDS AND RECOGNITION


2

2008 - 2010 2011 - 2013 2014 2015

• Emirates Environmental

Group Award– 2012 & 2013

Contracts awarded to JIC

• L&T SGD 5 (GASCO) 800

Pax Hospitality Services

• Sinopec 1450 Pax – SK

Engineering /Takreer

• Bin Salem camp 4000 Pax

Hospitality Services

• L&T and BFG ADCO; 3

locations (Asab, Habshan,

Buhasa)

• Al Hosan, PMC /PMT &

Saipem Hospitality services

• JIC was registered on

21.10.2008

• 1st contract was awarded on

March 2009 (TGRM) for 100 Pax

• 2nd contract started on August

2009 for 1,000 Pax in Force 10

Taweelah camp

• JIC entered into hospitality

related support services (i.e.

Housekeeping and Laundry)

• Al Jimi Workers Village” 8000

Pax Project was awarded to JIC.

• Green Era Award

• Arabia CSR Award

• Sheikh Khalifa

Excellence Award

• International Best

Practices Award

• Global Benchmarking

Award

• Emirates

Environmental Group

Award

2016

• Abu Dhabi Blood

Bank Award

• BIZZ Award

• Sheikh Khalifa

Excellence Award


• International Best

Practices Award

2017

• Global Benchmarking

Award

• Middle East CSR Award

• European Business

Assembly Award

• European Society Quality

Research


Group Award

• Abu Dhabi Sustainability

Award


2018

• Hospitality Excellence

Award


• BIZZ Peak of Success

Award


Group Award

• International Business

Excellence

• Middle East Waste

Recycling Award

• Global Islamic Business

Excellence Award

• Golden Globe Tiger

Award

• Golden Peacock

Sustainability Award

• Middle East Customer

Excellence Award

• Future Workplace Award

NAME OF ORGANIZATION


Al Jazeera International Catering LLC

Our Beginning

Al Jazeera International Catering LLC (JIC) was established in 2008 as a

value added partnership between Force 10 UAE Ltd and Gulf Catering

LLC.

JIC offers catering, housekeeping and laundry services to specialized

customer segments (oil fields, remote sites, workers village & educational

institutions) across the Emirates of Abu Dhabi. The partnership between

Gulf Catering Services and Force 10 UAE Ltd brings to bear the strength of

the two partners in respective areas of expertise and experience.

Organization Logo and Name

GRI 102-1, 102-2 3

JIC caters to the need of clients to exceed the

expectations of various nationalities in sectors

workers village, onshore pipe lay projects,

labour accommodation etc.

Our clients hire & engage several thousand

employees, suppliers & contractors. All of

these individual look forward to a healthy

nutritious and balanced meal that give them

the flavour, taste and aroma of their home

land. JIC strongly believes that suppliers and

contractors will work more effectively and in a

more gratified manner if their taste buds enjoy

the flavours and thus provide them the

nutrition and energy

JIC ensures that these people get the

flavours with the feeling of Home Away From

Our Home.

JIC caters and serves an approximate of

16.42 million meals a year (45000 meals per

day) which comprise of 7-18 dishes per meal

serving.

Catering

Services:


4GRI 102-1, 102-2


JIC takes great pride on the intensity and attention they bring to the table, concerning details related to client catering needs. Menus are customized to suit the diversity of

nationalities, taking into account their cultural backgrounds.

JIC offer suggestions that fit within the client’s budget, keeping in mind the varied global palate with our detailed menus one can expect:

Standardized

Recipes

High Quality

Catering

Variation of menus as per

eating habits & Country

specific

Relief from operating

details

Full-fledged infrastructure

of commendable service.

Menu Planning

5GRI 102-1, 102-2


HOUSEKEEPING

Services: JIC provides

housekeeping services,

mainly to Industrial and

Oilfield clients, as well as

corporate clients. The

housekeeping services

include, up keeping of the

rooms, public areas,

Mosques, corridors,

porches, and building

cleaning. Glass cleaning

services are done on

request. JIC cleans about

43.8 million m2 of floor

space on a yearly basis

(120,000 m2 daily).

6GRI 102-1, 102-2

Location of headquarters


Location: Al Jazeera International

Catering LLC located in Sector

M44, Industrial Area, Abu Dhabi -

UAE, Office # 1 & 3, Building #

B6, Street # 14, Near Foresight

Machinery & Heavy Equipment

Trading,

7GRI 102-3, 102-4, 102-5, 102-6

Workers

Accommodation

Location of operations


We Service

Clients from

both public and

Private sectors

in United Arab

Emirates for all

kinds of

projects

ranging from:

Oil Field Camps Pipe Lay Projects Oil Refineries

8GRI 102-3, 102-4, 102-5, 102-6

OWNERSHIP AND LEGAL FORM


2

3

Classification

#

Nature of Ownership and Legal

Form

✔✔

✔

✔

Name of owner(s): M/S Gulf Catering LLC &

Force 10 UAE LLC.

License #/ Legal status: CN-1148896 / Abu Dhabi

registered company

Chambers membership #: 389494

130449 Food Stuff Catering

131009 Onshore & offshore, Oil and Gas fields and facilities services.

1623 Readymade food catering contracts (Meal Preparation)

90414 Retail Sales of Bread and Bakeries products. Order Delivery

services

✔

✔

✔

✔

✔

Order Delivery Services

Camps and Labour Accommodation management

Harmonized

System Codes

9GRI 102-3, 102-4, 102-5, 102-6

MARKET SERVED


10GRI 102-3, 102-4, 102-5, 102-6

Net Sales

AED

25 Million

Total Number

of employees

309

Total Number

of Operations

1

Total

Capitalization

AED

10 Million

Quantity of

Services

3


SCALE OF THE ORGANIZATION

11GRI 102-7, 102-8, 102-9

Information of employees


309 Limited contract (308- Male ,01 Female)

Total number of employees:

309 Limited contract Operates within Abu Dhabi region.


309 Limited contract (Full Time ) (308- Male ,01 Female)


As significant portion of the organization activities are performed by our service provider’s i.e supplier of dry

provisions, vegetables and frozen products, Pest control services and waste collection services. All such

suppliers are selected based on the procurement standards adhering the JIC norms and as per the legal

compliance of Abu Dhabi region. The below are the count for the supplier groups which operates within JIC.

a.

b.

c.

d.

The below are the count for the supplier groups which operates within JIC.

8 Dry

Provisions 3 Vegetables

7 Frozen 1 Waste

Management

1 Pest Control

Not Applicable (No variations in numbers reported in Disclosures 102-8-a, 102-8-b, and 102-8-c )e.

All the department Head which operates with in JIC are made aware of the reporting requirements

with related to sustainability practices and all the data’s are collated by the project team leader on

a monthly basis and reviewed by the top management on monthly basis through management

review meeting. All the action plan and the Minutes will be recorded and the same will be

discussed with the closure evidence in the upcoming meeting.

f.

12GRI 102-7, 102-8, 102-9

Supply chain


JIC supply chain has been categorized into 2 sections i.e. suppliers and service providers. Suppliers: Requirements related to

operational needs such as the raw produce for catering services, cleaning materials for Housekeeping & laundry services are

managed through suppliers. Service Providers: JIC utilizes services of various service providers for managing the operations (i.e.

Insurance brokers, pest control service providers, ticketing agents etc.

A strict prequalification process is been followed by JIC for all the suppliers and service providers to ensure that the required quality

and service standards as per JIC requirement is met to ensure standard quality of service and product from JIC to its client. Also

JIC follows a clear Code of Ethics for all its stakeholders which are automatically applicable for all its suppliers and service

providers to be adhered.

This practice ensures that ethical and transparency of organization is ensured at the supply chain level

1. 2. 3. 4. 5.

Type of suppliers

7 Vendor (Non - Food Supplies)

22 Vendor (Food Supplies)

2Service Provider

(Brokers)

3Service Provider

(Agents)

6Service Provider

(Services)

13GRI 102-7, 102-8, 102-9

Significant changes to the Organization and the supply chain


A significant change which was made in the JIC supply chain

was the supplier bidding process, where a bidding committee

comprising of department heads from Operations /Procurement

/HSET /Accounts /Business Excellence were involved to

represent JIC to deal with vendors to ensure that utmost

transparency fair and ethical practices is been followed in the

half yearly bidding process of the organization.

Other than the above there has been no change within the

organization for the reporting period in areas of size, structure or

supply chain.

JIC follows a half yearly bidding process and remains the same

without any major change in the requirements and also no

change in the geographic location of our suppliers was

evidenced.

S

B

V

T

SUPPLY

VENDORS

JIC SUPPLY CHAIN

BIDDING

TRANSPARENCY

14GRI 102-10, 102-11, 102-12

Precautionary Principles of approach


Our IMS management system which comprises of three international Standards has helped us to

conduct three levels of assessment to ensure recognition and understanding of the risks associated

15GRI 102-10, 102-11, 102-12



JIC has conducted a risk assessment of the work environment

and work processes. Identifying the HSE risks and hazards,

control measures are implemented accordingly in the operation

to eliminate and mitigate the hazards which ensure JIC’s goal of

a safe work environment is assured and achieved.

Environmental aspect and impact assessment has been

conducted to analyse the impact of JIC’s operations to the

environment and society; control measures for identified impacts

are implemented to ensure a sustainable Environment JIC, being

a food caterer, has a major responsibility in ensuring safe food

for its consumers, hence hazard analysis related to food safety is

also included as part of our risk assessment process and control

points are established to ensure hazard free food for the

consumer.

Our definition of safe is simple; we want to protect people from

hazards while experiencing our products and services and our

goal is to provide safe food, every time, everywhere.

16GRI 102-10, 102-11, 102-12



To ensure accomplishments of the same JIC developed a strategic plan based on its short-term goal, JIC vision is strategized into

organizational objectives as Tier 1, which is then segmented in Tier 2 as departmental objectives and further incorporated into individual

objectives as Tier 3. This process ensures a clear understanding of objectives and sustainability targets throughout JIC. The SMART

principle is implemented for setting these objectives. Respective process owners and individuals are made aware of the same through the

JIC intranet portal for compliance and adherence. Clear targets are set and mutually agreed.

VISION INDIVIDUAL

OBJECTIVES

Targets are monitored and reviewed through IMS audits by internal and external parties. Corrective and preventive actions are

reviewed through monthly management review meetings and routed through JIC’s ERP system, enabled with the CAR process. This

real time monitoring tool ensures JIC to address change and further enables the organization to make strategic decisions.

DEPARTMENTAL

OBJECTIVES

SUSTAINABILITY

17GRI 102-10, 102-11, 102-12

External Initiative


As part of its commitment towards business excellence and sustainability management of JIC conforms

to three International standards:

ISO 22000:2005 - Food Safety Management System

(since 09.08.2010)

ISO14001:2004 - Environmental Management

Systems (since 08.11.2011)

OHSAS 18001:2007 - Occupational Health and

Safety (Assessment Series since 08.11.2011)

OSHAD SF – Abu Dhabi Health and Safety

Regulatory Compliance

This integrated management system of JIC is audited by DNVGL on an annual basis and conforms to our adherence to legal compliance,

ethical and safe operating practices, and continual improvement in all operating facilities. Which helps us to ensure legal compliance, ethical

and safe operating practices, and continual improvement in all operating facilities. JIC Implemented the EFQM business excellence model

which addresses sustainability as core criteria.

We are also part of the BPIR for benchmarking our sustainability and business excellence process.

Since 2014, JIC is an organizational stakeholder of GRI and actively participates in improving global sustainability.

18GRI 102-10, 102-11, 102-12

Membership of Associations


JIC is member of the local chamber of commerce and also holds a

membership in the Dubai Quality Group organization encouraging

business sustainability and excellence at regional level.

JIC voluntarily became an organizational stakeholder of GRI to ensure

commitment and improvement in global sustainability.

19GRI 102-13, 102-14


Statement from Senior Decision maker

Managing Director

Robby Thommy

Message from the Managing Director

A very Happy and Prosperous New Year to you!!!

Looking back at the year that was, we remember the milestones we have achieved.

It is commendable that the entire team strived to achieve greater heights in organizational excellence and sustainability and

was recognized for the same globally. The Middle East Customer Excellence Award, the Golden Peacock Global Award, the

Golden Globe Tiger Award, Arabia CSR Awards, the Global Islamic Business Excellence Awards (GIBEA), the Middle East

Waste and Recycling Awards (MEWAR) and the Future Workplace Awards for Best Employee Wellness and Well-being…

Additionally, we were also able to achieve the ICV certification from the ADNOC group of companies. We also partnered with

the Emirates Environmental group in the Clean Up UAE campaign as one of the Hospitality Sponsors in the UAE.

I would also like to thank our customers, suppliers and other stakeholders for their continued support and guidance.

Looking forward into 2019, we are excited to vie for the MRM, SKEA and other prestigious awards. We aim for the new year

to be the year of “Reduction.” Reduction in Cost, in Wastage and in Complexities.

I encourage the entire team to thoroughly engage in this initiative and enable JIC to be a responsible and sustainable

organization.

Once again on behalf of the JIC management, I take this opportunity to wish you and your family a blessed 2019.

Robby Thommy Managing Director January 10, 2019

20GRI 102-13, 102-14

Key, impacts & opportunities


Our commitment is to design and deliver products and services that exceed the

expectation of the customers through dedication and commitment towards

perfection in every aspect of service delivered by strict adherence to our motto.

With a goal and policy to provide Safe food, every time, everywhere

JIC’s definition of safe is simple to protect people from hazards while they

experience our products and service.

Our Commitment

ISO 22000:2005 - Food Safety Management System

ISO 14001:2015 - Environmental Management System

BS OHSAS 18001:2007- Occupational Health & safety Management System

OSHAD SF – Abu Dhabi Health and Safety Regulatory Compliance

As part of our commitment to quality, Environmental, Health and Safety we have

embedded three different International Standards.

These standards have been embedded in to the nerves of JIC’s operation to ensure

safe guard of our products, services, stakeholders and the environment.

JIC conducts an Integrated Risk Assessment of the work place and ensured that

employees are safe from any work-related hazards and threats. Organizations

impact was analysed by conducting the impact assessment of JIC’s operation on

Environment, Society and governance.

21GRI 102-15


Key, impacts & opportunitiesAs an organization dealing with food service we have large impact on the regions landfill occupying with the waste and resources

consumption such as Gas, diesel, water & electricity.

JIC did an analysis and found that it has generated overall of 6572 m3 food waste over the years which resulted in occupying 350 m2 of

landfill.

It was also understood that the generated waste had the potential to generate 52567 m3 of methane due to decomposing of food waste in

landfill. Dumping of food waste in landfill also affects the ecological & food chain balance as there is a high chance of E.coli ingestion into

land due to food waste generation.

Also Raw material production of these foods has involved an approximate of 48 X 108 gallons of water (i.e. Forty eight hundred billion

gallons of water). We understand our part and role in managing and reducing our waste production in our operations as it has a major impact

as expressed by our stakeholders as part of the engagement meetings.

22GRI 102-15


4E


One of the major challenges for us being a service

provider is that we don’t have control over our client’s

waste generation and hence JIC created the 4 E

strategy of addressing this issue by creating

awareness to the customers and an action plan was

created addressing the various modifications to our

existing operational process and procedure to reduce

the waste generation of our operations. 4 E strategy

based on the simple concept of Educating, Enabling,

Empowering and Engaging helped JIC to achieve

various results throughout the operations.

Our approach of creating awareness among our

stakeholder groups through various engagement activities

which include global day celebrations and partnership

project participation helped us achieve our targets in our

area of sustainability. JIC strategy plan 2020 was aligned

with strategic priorities of the organization addressing the

core pillars of JIC planet, people, process and product. As

part of the yearly objective review and SWOT analysis of

the organization related to processes JIC was able to

identify the future risks and opportunities of the

organization

EDUCATED EMPOWERED ENGAGED ENABLED

23GRI 102-15


Some of the major challenge we faced in the year 2018 related to sustainability included:

Hence, we developed the 4E strategy for sustainability, whereas process of Education, Enabling, Empowerment and Engagement was

followed for our stakeholder groups at various levels.

JIC did an operational analysis at the grass root level to understand the problem and underlying reasons. Based on the analysis JIC created a

strategy addressing three major areas of JIC’s operations which include Procurement, Food production & Waste disposal. We also developed

our best practice concept “Our Planet – Our Responsibility “through which we were able to achieve great results within our operations

ensuring achievement of our sustainability pillars.

Reduction of food waste generation Improve productivity using fewer resources

Reduction of food waste to landfillPrevention of E. coli to enter the eco system through waste


24GRI 102-15

Values, principles, standards & Norms of behavior


JIC acknowledges ethics and morality as inseparable elements of doing business and will test every decision against the highest standards of

honesty, legality, fairness, and conscience. JIC conducts itself at all times, personally and collectively.

Honesty

Legality

Fairness

Conscience

Dishonesty

Unlawful

Bribery

Immoral

JIC has developed a Code of ethics policy explaining its clear commitments on the Integrity & ethical practices to be adhered / complied in the

organization JIC conducts its business in a fairly ethical manner, in full compliance with all the applicable laws and regulations of the region

25GRI 102-16, 102-17


Values, principles, standards & Norms of behavior

Employees of JIC do not engage in conduct or activity that may raise questions concerning the company's

honesty and reputation.

Employees of JIC do not engage in conduct or activity that may raise questions concerning the company's

honesty and reputation.

The company places its concentration on its time, energy and resources spent on the improvement of their

own services without denigrating their competition, in the pursuit of their own success. Activities that create a

conflict of interest for the company will not be engaged in.

The company places its concentration on its time, energy and resources spent on the improvement of their

own services without denigrating their competition, in the pursuit of their own success. Activities that create a

conflict of interest for the company will not be engaged in.

The same is expressed throughout the organization at all levels by our mission / vision statement and is

shared to the individuals for their understanding and acknowledgement is sought for read compliance.

All the policies, mission & vision statements are communicated to staff at all levels through display and

reemphasized through daily tool box talks for compliance

JIC also made these policies publicly available for other External stakeholders through JIC website and they

are also published in JIC intranet portal on various languages for internal stakeholder’s reference and

compliance.

ED

C

OMORAL

26GRI 102-16, 102-17

Mechanism of advice & concern about Ethics


Dealing with multi-cultural employees from various ethnic

background, JIC has deployed various practices related to

people engagement and employment to ensure a fair and

structured employee management.

We believe that this aspect will create impact within the

organization among the employees and will also impact

outside the organization among various other stakeholders

(i.e. customers, Local community and suppliers) and hence

we considered this as material as it could create a negative

impact on the organizations corporate image if not

addressed.

27GRI 102-16, 102-17


Managing Director along with the senior management

has established a vision & mission in consideration with

the organizational stakeholder at all levels.


This gives the organization a clear goal & acts as a guide

map in achieving organizational excellence at all aspects

and levels. JIC has developed various policies such as IMS

management policy, Open door policy, Non- discrimination

policy, Corporate Social Responsibility policy & Code of

ethics for stakeholders.

The same is expressed throughout the organization at all

levels by our mission / vision statement and is shared to

the individuals for their understanding and

acknowledgement is sought for read compliance.

28GRI 102-16, 102-17



TOP MANAGEMENT(Shareholders /

Board of Directors) Our TEAMSENIOR MANAGEMENT

(Key Managers)

MIDDLE MANAGEMENT

(Department Heads)

LINE MANAGEMENT

(Supervisors)

SKILLED

(Chefs, Asst. Cooks and

Drivers)

UNSKILLED

(Cleaners/ Helpers/

Office boys)

4

7

9

24

163

150

29GRI 102-16, 102-17


Governance

structure

15

Staff Welfare Committee

9

ERT Team

7

HACCP Team

5

Excellence Team

Committees responsible for

decision-making on

economic, environmental, and

social topics

Total Number of Employees in

Organization: 358

Total Employees Member

of Committees: 36

30GRI 102-18, 102-19, 102-21, 102-22

Delegating authority


Organizational processes and practices are governed by the integrated management system implemented by JIC. Verification of the

implemented processes is been done by the Internal Audit team for compliance. Internal Audit team is an Independent department from

the production and other operational activities. This ensures that all the processes are monitored and verified for compliance from

independent perspective. Also to ensure cross functional JIC has constituted an excellence committee comprising members from all the

functions of the organization (i.e. HR, Operations, Procurement, Accounts, and Health & Safety), as part of its business excellence

model; this committee is authorized by the MD to review the sustainability and its related reporting activities of the organization.

31GRI 102-18, 102-19, 102-21, 102-22


Together the committee members assist in easy decision making

and information gathering. The chairman of the committee then

reports at the subsequent meeting of the management on the

committee’s work

The MD has taken initiative in establishing the pursuit of CSR by

setting clear organizational and departmental CSR goals and

objectives which address the material aspects / impacts related

to social, environmental and legal requirements

The MD who oversees this committee ensures that resources

such as training members of the committee attended external /

internal trainings related to sustainability and its relevant

reporting guidelines and necessary tools are provided to the staff

for achieving their goals. Top management believes that

empowering staff across levels is the key to achieving

sustainability and commitment across the organization.

Consequently, they are empowered to raise any concern within

the organization through the CAR process.

Delegating authority

32GRI 102-18, 102-19, 102-21, 102-22

Executive-level responsibility for Economic, Environmental,

and Social topics.


Excellence committee is being appointed to monitor the

sustainable indicators i.e. social, economic and environmental

factors. The Excellence committee consist of HOD’s from various

department i.e. HR, Operations, Procurement, Accounts, and

Health & Safety), which operates with in JIC. All the objective are

monitored by the HODs at very frequent interval and all the data

and input is reviewed by the Top management on monthly basis

The post holder Excellence committee chairman directly report

the performance of the committee to the Top management on

Monthly basis and the results from the objective are reviewed by

the Top management very regularly to ensure the team is

streamlined to focus and achieves the established and identified

objectives.

33GRI 102-18, 102-19, 102-21, 102-22

Consulting Stakeholders on Economic, Environmental, and Social

topics.


IDENTIFYING

Listing relevant

groups,

organizations, and

people

Understanding

stakeholder

perspectives and

interests

Visualizing

relationships to

objectives and other

stakeholders

Ranking stakeholder

relevance and

identifying issues

JIC has defined a clear stakeholder engagement process as part of its business excellence process and uses the below process

guidelines for Stakeholder Mapping / Engagement for its sustainability engagement as well.

ANALYSING MAPPING PRIORITIZING

The Managing Director and the Operations Manager visit clients on a regular basis to understand future requirements and review

progress, they also meet with suppliers and service providers on a regular basis to express client requirements and also ensure that they

are met. Senior management identifies the requirements, expectations and opportunities by meeting the clients and shares the feedback

to the staff during the departmental meetings

34GRI 102-18, 102-19, 102-21, 102-22


Internal needs are identified through market research & idea

generation, JIC uses its stakeholder’s involvement in developing

new strategies for meeting future expectations, feedback from

the stakeholders is sought and a review is done by adopting

various methods. These include customer feedback for clients

and customers, CAR system for employees, supplier feedback

through mails & feedback surveys

Based on this feedback, areas of improvement are identified,

analysed and implemented to meet the future needs of the

stakeholders. JIC has defined a clear stakeholder engagement

process and uses the same as guidance for engaging with all

stakeholder groups


topics.

35GRI 102-18, 102-19, 102-21, 102-22


Excellence committee is being appointed to monitor the

sustainable indicators i.e. social, economic and environmental

factors. The Excellence committee consist of HOD’s from various

department i.e. HR, Operations, Procurement, Accounts, and

Health & Safety), which operates with in JIC. All the objective are

monitored by the HODs at very frequent interval and all the data

and input is reviewed by the Top management on monthly basis.

The post holder Excellence committee chairman directly report

the performance of the committee to the Top management on

Monthly basis and the results from the objective are reviewed by

the Top management very regularly to ensure the team is

streamlined to focus and achieves the established and identified

objective


topics.

36GRI 102-18, 102-19, 102-21, 102-22

Composition of the highest governance body &

its committees


03

04

05

0201

Not Applicable (Not a member of any underrepresented social

groups)

Gender – Male, Female

Board of Directors and Top management is the tenure of the governance body of JIC

Top management who has nominated Excellence committee to implement CSR activities to the ground level to

ensure 100% compliance where Business excellence strategic department is an independent body nominated

by top management for reporting the progress of Sustainable vision of the organization.

Highest governance body comprises Board of Directors under

the Hierarchy of the Top management, business excellence

strategic planning department which comprises of HODs and

various other designations till the ground level employees are

involved in implementing and reporting sustainable standards.

All the HODs are considered as executive governance body

and the below level employees are considered to be as no

executive governance body

The Excellence committee comprising various Department

Heads is competent for creating a supportable business

environment as they have completed GRI Training

06

The Excellence committee comprising various

Department Heads is competent for creating a

supportable business environment as they have

completed GRI Training

37GRI 102-18, 102-19, 102-21, 102-22

Chair for the highest governance body


I. The highest governance body is also an executive officer in the

organization, JIC has constituted an excellence committee

comprising members from all the functions of the organization

(i.e. HR, Operations, Procurement, Accounts, and Health &

Safety), as part of its business excellence model; this committee

is authorized by the MD to review the sustainability and its

related reporting activities of the organization.

II. The MD has taken initiative in establishing the pursuit of CSR

by setting clear organizational and departmental CSR goals and

objectives which address the material aspects / impacts related

to social, environmental and legal requirements. The MD who

oversees this committee ensures that resources such as training

members of the committee attended external / internal trainings

related to sustainability and its relevant reporting guidelines and

necessary tools are provided to the staff for achieving their

goals. Top management believes that empowering staff across

levels is the key to achieving sustainability and commitment

across the organization. Consequently, they are empowered to

raise any concern within the organization through the CAR

process.

38GRI 102-23, 102-24, 102-25

The Top management directly involves in nominating the

committees in the organization by incorporating

sustainable vison in to three tire departmental objective.

The vision of the organization is segmented in to

departmental objective and further segmented in to

individual objective of employees

The process for selection of the committee happens on a

yearly basis and the performance of the committee to

implement the sustainable practice of the organization is

monitored by the Top management on Monthly basis. All

the HODS of the department shall be a member in each

committed identified by the Top management to ensure

100% achievement of the objective. On a yearly basis the

best performer and the committee will be rewarded by the

Top Management.

Nominating & Selecting the

Highest Governance body


39GRI 102-23, 102-24, 102-25

We have assigned clear responsibilities

for environmental, social and

governance issues, with direct reporting

lines to the organizations leadership Our

business excellence committee- which

comprises of heads from various

corporate functions like operations,

HSE, procurement, HR and admin,

accounts etc.- is responsible for our

CSR and sustainable activities of the

organization. JIC also has a staff welfare

committee which takes care of

employee social well-being.


Each committee has their clear set

objectives and roles and responsibilities

acknowledged and imparted by the MD.

These committees directly report to the

MD, who reviews each committee’s

functioning and achievements of their

goals on a monthly basis. Sustainability

objectives and goals are aligned with

departmental strategies and addresses

social, environmental and legal

requirements.

JIC has created a resource matrix which

guides the management in ensuring

required resource availability for

achieving its fixed goals. JIC uses the

SPEARS methodology for sustainability

management which ensures: Setting

objectives; providing resources;

empowering people; Analysing

performance; Reviewing /Recognizing;

and sharing knowledge.

40GRI 102-23, 102-24, 102-25

Conflicts of interest


We are encouraging our subsidiaries and suppliers to follow same

social, governance and environmental standards that we adhere to. JIC

abides by the SPEARS methodology with suppliers to ensure

adherence and compliance with JIC’s sustainability commitment along

with alignment to JIC’s benchmark standards and requirements.

Suppliers are provided with clear HSE and sustainability objectives as

part of selection and agreement process which includes governance on

environmental, health, safety and quality standards.

JIC provides monthly training sessions to suppliers as part of its

resource provision. Suppliers are encouraged and empowered to report

concerns and any violation of the code of ethics; they are also given

access to the JIC portal which provides updates on regular happenings

of JIC. Objectives of suppliers are monitored on a monthly basis and

evaluated bi-annually to ensure performance monitoring; the same is

communicated to suppliers at the year end to ensure transparency.

JIC’s annual evaluation includes the ‘best supplier award’ which is

presented to the outstanding supplier as part of its recognition process.

Knowledge sharing with suppliers on sustainability practices is

exercised along with supplier feedback process.

41GRI 102-23, 102-24, 102-25

Role of Highest Governance body in setting Purpose,

Values, & Strategy


• Professionalism

• Wide industry experience

• Management by objectives

• Competitive purchasing

• Innovativeness

• Integrity of the company

• Reliability and Consistency

• Creative ideas for problem solving

• High quality food

• Timely response

• A broad-based experienced

management with the flexibility and

knowledge to adapt to all kinds of

situations.

As a partner with JIC, they can expect:

We have developed a set of values and/or business

principles that reflect our sustainability vision and

mission. JIC’s core values are a reflection of the

organization’s vision and mission and demonstrates our

corporate identity. We prefer to lead by example and by

partnering with and creating long-term benefits for our

shareholders, customers, employees, suppliers, and the

community within our ecosystem.

These core values exhibit JIC’s commitment towards sustainability through various aspects of quality, accuracy, consistency and a staunch

commitment towards the compliance of specifications in the day-to-day operations to safe- guard business morality

Based on our motto, we strive to ‘chase perfection to achieve excellence’ to ensure excellence in all their processes involving the organization,

people and the environment

42GRI 102-26, 102-27, 102-28

Collective knowledge of highest Governance body


In our organization corporate responsibility is a top leadership agenda and is

regularly discussed at the highest decision-making level (e.g. the board of

directors etc)

Yearly CSR objectives are developed based on top management reviews

chaired by the MD. Based on the previous year’s achievement, objectives are

revised and developed. Departmental objectives are further reviewed and

aligned to incorporate CSR objectives of JIC.

Some of the CSR objectives include waste reduction, customer satisfaction,

employee satisfaction, employee retention, employee development, ethical

business etc.

JIC uses tool box talks, intranet portal and departmental meetings as

communication tools to convey objectives to ensure effective implementation

in all departments.

Internal / external audits of JIC verifies and monitors the effectiveness and

performance of objectives which are then reviewed as part of the monthly

Management review meeting (MRM).

The monthly MRM is chaired by the MD who reviews the departmental

objective and then presents the overall collective report to the board of

directors (BOD) on an annual basis. The BOD further reviews the sustainability

objectives and assesses the annual performance, based on which the next

year’s objectives are planned.

43GRI 102-26, 102-27, 102-28

Evaluating the Highest Governance body’s performance


Executive and senior staff (e.g. Project Managers) compensation is based

on long term sustainability achievements, not purely on economic

performance e SPEARS methodology addresses performance reviews of

staff as a core area; these reviews are conducted by the managing director.

Since 2014, JIC has revised its compensation process and has incorporated

sustainability objectives along with achievable targets as per the senior

manager’s performance requirements.

Key positions were included in this process such as: Operations manager,

Project Manager, HSET Head, Procurement Manager, Human Resources

Manager and Accountant.

During the review session, not only are future goals mutually agreed and set

but managers also plan out their working strategies to achieve goals.

Departmental objectives and individual objectives of senior managers are

monitored on a monthly basis and assessed as part of the performance

review process.

Some of the objectives included were percentage of waste reduction,

employee satisfaction, employee growth levels, training indicators etc. The

same process has been disseminated for line managers as well.

44GRI 102-26, 102-27, 102-28

Identifying & Managing Economic, Environmental &Social impacts


We map broader trends and developments (socio- economic, environmental and

political) that have an impact on our business strategies and operations. JIC’s

macro understanding is based on our signature strategy of engaging stakeholders

in analysing and assessing existing trends on sustainability performance.

As part of our stake holder engagement process, we were able to identify future

risks and opportunities of the organization which were analysed using the

organization’s SWOT analysis process; strength, weakness, opportunities and

threats were taken in to consideration.

An important challenge we identified in the past for our business operations is

compliance adherence by our suppliers to our sustainability commitments and

requirements. We also considered the changing regulatory requirements related to

waste management, health and safety management as key areas which have direct

impact on our business strategy and operation.

Being a food service caterer we have a large impact on the regions of landfill, along

with waste and resource consumption such as gas, diesel, waste and electricity.

Hence our operational processes and strategies were aligned taking in to

consideration the above aspects which included structural designing and product

alteration.

45GRI 102-29, 102-30, 102-31, 102-32

Effectiveness of risk management process


We conduct an assessment of environmental, social and governance risks and

opportunities. JIC’s IMS management system conducts three levels of assessment

to ensure recognition and understanding of the risks associated.

JIC has conducted a risk assessment of the work environment and work processes.

Identifying the HSE risks and hazards, control measures are implemented

accordingly in the operation to eliminate and mitigate the hazards which ensure

JIC’s goal of a safe work environment.

Environmental aspect and impact assessment have been conducted to analyse the

impact of JIC’s operations to the environment and society; control measures for

identified impacts are implemented to ensure a sustainable environment.

JIC, being a food caterer, has a major responsibility in ensuring safe food for its

consumer, hence hazard analysis related to food safety is also included as part of

our risk assessment process and control points are established to ensure hazard

free food for the consumer.

Our definition of safe is simple; we want to protect people from hazards while

experiencing our products and services and our goal is to provide safe food, every

time, everywhere.

46GRI 102-29, 102-30, 102-31, 102-32

Review of Economic, Environmental & Social topics


The monthly MRM is chaired by the MD who reviews the

departmental objective and then presents the overall

collective report to the board of directors (BOD) on an

annual basis. The BOD further reviews the sustainability

objectives and assesses the annual performance, based on

which the next year’s objectives are planned.

47GRI 102-29, 102-30, 102-31, 102-32

Highest governance body’s role in sustainability reporting


We report at least annually to different stakeholders on the organizations

economic, environmental and social performance. As part of its dedication to

continual improvement, JIC implemented the sustainability reporting using GRI

G4 guidelines for the year 2014. JIC’s commitment and performance of social,

economic and environmental factors were widely described throughout this

report. This report is publicly available to stakeholders on JIC’s website and JIC’s

portal. JIC also reports on its performance to all stakeholders through its internal

newsletter in a pictorial format for easy and effective outreach.

JIC’s sustainability report clearly explains the approach and process followed for

the reporting period and it also gives a holistic insight of JIC’s performance of

various enablers and its results. Some of which are as follows:

Customer satisfaction, Employee satisfaction & engagement Employee growth

Supplier performance Supplier training / monitoring Training indicators

Knowledge enhancement Community engagement Recycle management

Waste management Quality management Product management Legal

compliance

48GRI 102-29, 102-30, 102-31, 102-32

Communicating critical concerns


A stakeholder dialogue process is organized annually with all stakeholder groups

and attended by the relevant representative of the Board of

Directors/Management Board. To understand the organizational strategic

priorities and underlying sustainable impacts of our operations, JIC uses various

dialogue processes as part of its engagement strategy. One of such process is

the annual stakeholder meet and Jazeera communication cascade.

These meets / forums are attended by the management representatives as part

of the communication strategy and requirements of various stakeholder groups

(internal / external) are identified.

Identified requirements and impacts are reviewed at the board level, presented

by the managing director, for any changes required to be included in the

organization’s strategy or policy.

These forums focus on key stakeholder groups which include employees,

suppliers, clients and the organization which JIC has partnered with.

JIC uses these forums not only to understand the future requirements, but to also

share its past performance, future targets and strategic outcomes.

49GRI 102-29, 102-33, 102-34, 102-35, 102-36

Nature & total number of critical concerns


There are approximately around 50 concerns rated by the stakeholder groups

and the management evaluated also such reported concern using chart X and Y

Axis and Some of the Key concern raised by stakeholders of various groups

included:

Reduction of food waste generation

Reduction of food waste to landfill

Prevention of E. coli to enter the ecosystem through waste.

To address these issues a senior management team was formed to do an

operational analysis at the grass root level to understand the problem and

underlying reasons to Identify a single operational CSR strategy that addresses

three key challenges of Reduction of food waste generation, Reduction of food

waste to landfill and prevention of E. coli to enter the eco system through waste.

As part of JIC innovation management the scenario was put forth to the staff

team and Innovation was identified at three levels starting with product

modification, process alteration & infrastructural change. This thought leadership

enabled JIC to innovate an internationally recognized best Practice Our Planet –

Our Responsibility.

50GRI 102-29, 102-33, 102-34, 102-35, 102-36

Communicating critical concerns


JIC created a waste reduction plan and incorporated action items in three areas

as below:-Procurement: Procurement policy and plan was revised including

sourcing of raw materials which has less production waste (i.e. vegetables like

cauliflower were avoided) and packaging specifications were revised to ensure

reduction of waste at the point of generation.

Operations: Food production plan was reworked and process was revised which

ensured food production based on client requirement, i.e. production was altered

on daily basis based on the occupancy level of the camp site and overall 10% of

production was decreased.

Staffs were trained on controlled food portion service at food counters to avoid

plate wastage. Menu was reworked and some of non-preferred food items were

removed from our menu. Customers were encouraged to support JIC’s food

reduction initiative through signature campaigns & awareness flash mobs.

Waste disposal: Apart from the above control measure, JIC implemented a state

of the art waste disposal method to reduce impact on the environment. As part of

its innovation management, JIC substituted its disposal method by investing

quarter million dirhams in a food digester machine.

51GRI 102-29, 102-33, 102-34, 102-35, 102-36

Remuneration policies


Applicable as per UAE labour law.

52GRI 102-29, 102-33, 102-34, 102-35, 102-36

Process for determining remuneration


We have specific labour rights goals for the short-term and long-term. Goals

related to labour rights are set as part of JIC‘s human resources strategic

planning and are clearly defined as part of the HR department’s annual objective.

Yearly targets are monitored on a monthly basis and reviewed for performance

evaluation based on the agreed time-frame as defined in the HR strategy

document.

Some key short term goals related to labour rights are determining monthly

wages as per the legal standards, annual appraisals and promotions, labour

rights induction to 100% employees, end of service benefits, hassle free

employee benefits, equal opportunity in employment and related practices,

medical facilities, employee welfare activities, a safe working environment

amongst others.

Compliance verification of these goals are carried out on a monthly basis through

excellence audits. In addition, performance evaluations of these goals are

conducted as part of the annual review process by the top management. This

enables the management to keep a close eye on labour welfare and its related

goals.

53GRI 102-29, 102-33, 102-34, 102-35, 102-36


Process for determining remuneration

We have implemented grievance mechanisms,

communication channels and other procedures (e.g. whistle-

blower mechanisms) to report concerns or seek advice. JIC’s

recent improvement to its communication strategy was the

Cloud Based Portal, where employees are regularly updated

on the organization’s happenings on real time basis.

JIC enabled the cloud portal with a mechanism to raise

grievance, in a discrete manner, till the managing director

level.

A new initiative to the communication channels from the top

management is the Coffee with MD session. This session is

chaired by the managing director with randomly picked staff in

the absence of their departmental heads / managers. This

sessions acts as an open forum for the staff to raise their

grievance directly to the top management. Monthly HSE

meetings are held in absence of operational managers/

supervisors and staff uses these forums to express their

views and concerns. A formal CAR process is available for

the staff to raise any grievance related to their employments.

Other than the above, JIC has an open door policy where an

employee can address any of his concerns to the managing

director or through an ethics hot line.

54GRI 102-37, 102-38, 102-39, 102-40, 102-41

Annual total Compensation Ratio



55GRI 102-37, 102-38, 102-39, 102-40, 102-41

Percentage increase in Annual total Compensation Ratio



56GRI 102-37, 102-38, 102-39, 102-40, 102-41

List of Stakeholder groups


Customers

Suppliers

Employees

Government bodies

Clients

Service providers

Society members

Shareholders

57GRI 102-37, 102-38, 102-39, 102-40, 102-41

Collective Bargaining Agreements


Collective bargain in the United Arab Emirates is not legally permitted, however human rights and labour rights are covered and taken care by the legal agencies by ensuring structured policies and laws for the organization to be adhered.Hence JIC has ensured compliance to these legal requirements to ensure that all employee rights are covered and adhered as per the regulatory requirements.

JIC also empowered staff to raise and air out their concern and complaints through various internal communication mechanisms such as the HSE meetings / Coffee with MD Sessions / JIC portal / Departmental meetings and Internal CAR process.JIC HR department takes care of the employee welfare and wellbeing of the employees.

58GRI 102-37, 102-38, 102-39, 102-40, 102-41

Analyzing

Mapping

Prioritizing

Identification


Understanding stakeholder perspectives and interests

Visualizing relationships to objectives and other stakeholders

Ranking stakeholder relevance and identifying issues

Identifying of Stakeholder groups

Identifying & Selecting Stakeholders

59GRI 102-42, 102-43, 102-44

(e.g. NGOs, faith-based organizations)

Civil Society Organizations

(i.e. current employees, potential

employees, and dependents)

Employees

(i.e. suppliers, competitors, and media)

Industry

(e.g. public authorities, and local

policymakers; regulators; and opinion

leaders)

Government

(i.e. Force 10 UAE LLC & Gulf Catering LLC)

Owners

(i.e. direct customers, indirect customers,

and potential customers)

Customers

(e.g. residents near company facilities,

chambers of commerce, resident

associations, schools, community

organizations, and special interest

groups)

Community

(e.g. nature, nonhuman species, future

generations)

Environment

JIC identified the

following groups

as its stakeholders

for all of its

projects


Identifying & Selecting Stakeholders

60GRI 102-42, 102-43, 102-44

02

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How legitimate is the stakeholder’s

claim for engagement?01 03

Based on the identified a list of stakeholders, JIC will further analyse to better understand their relevance and the perspective they offer,

to understand their relationship to the issue(s) and each other, and to prioritize based on their relative usefulness for this engagement.

JIC used the below list of criteria to analyse each identified stakeholder: Contribution (value): Does the stakeholder have information,

counsel, or expertise on the issue that could be helpful to JIC.

Approach to Stakeholder engagement


Legitimacy

How willing is the stakeholder to

engage?

Willingness to engage

How much influence does the stakeholder have? (We need

to clarify “who” they influence, e.g. other companies,

NGOs, consumers, investors, etc.)

Influence

Is this someone who could derail or delegitimize

the process if they were not included in the

engagement?

Necessity of involvement

61GRI 102-42, 102-43, 102-44


Approach to Stakeholder engagement

JIC used the below chart to analyse the stake holder groups

STAKEHOLDER

Expertise Willingness Value

Contribution LegitimacyWillingness

to EngageInfluence

Necessity of

involvement

62GRI 102-42, 102-43, 102-44

Key topics and concern raised


The Managing Director and the Operations Manager visit clients on a regular

basis to understand future requirements and review progress, they also meet

with suppliers and service providers on a regular basis to express client

requirements and also ensure that they are met. Senior management identifies

the requirements, expectations and opportunities by meeting the clients and

shares the feedback to the staff during the departmental meetings.

Internal needs are identified through market research & idea generation, JIC

uses its stakeholder’s involvement in developing new strategies for meeting

future expectations, feedback from the stakeholders is sought and a review is

done by adopting various methods. These include customer feedback for clients

and customers, CAR system for employees, supplier feedback through mails &

feedback surveys.

Based on this feedback, areas of improvement are identified, analysed and

implemented to meet the future needs of the stakeholders. JIC has defined a

clear stakeholder engagement process and uses the same as guidance for

engaging with all stakeholder groups.

63GRI 102-42, 102-43, 102-44

Entities included in the consolidated financial Statements


Confidentiality Constraints

The information shall not be

disclosed due to JIC Norms.

64GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52

Defining reports content & topic boundaries


JIC identifies its stakeholders both external/internal We identified a broad list of

aspects of the categories Economic, Environmental and Social from Table 1 of

specific standard disclosures of implementation manual and also used reference

and guidance from the sigma guide to sustainability issues. Some of the items

which were part of the initial broad list are Energy, Water Bio diversity,

compliance, emissions, HR investment, Procurement practices, Non-

discrimination, Occupational Health and safety, employment practices, labour

management, Labour practices grievance mechanism, Anti-corruption, local

communities, customer health &safety, product & services labelling, market

presence, economic presence.

65GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52



Internal expertise was used in identifying the initial list based on the management

experience and the control measures that were identified as part of the risk

assessments, aspect and impact assessments. JIC did an analysis and found

that it has generated overall of 6572 m3 food waste over the years which resulted

in occupying 350 m2 of landfill. It was also understood the generated waste had

the potential to generate 52567 m3 of methane due to decomposing of food

waste in landfill. Dumping of food waste in landfill also affects the ecological &

food chain balance as there is a high chance of E.coli ingestion into land due to

food waste generation. Also Raw material production of these food has involved

an approximate of 48 X 108 gallons of water (I.e. Forty eight hundred billion

gallons of water). We understand our part and role in managing and reducing our

waste production of our operations as it has a major impact as expressed by our

stakeholders as part of the engagement meetings and as continuously stressed

by the Centre of Waste Management, Abu Dhabi. Stakeholder needs are

identified using JIC signature strategy wherein engagement processes i.e.

Meetings, workshops, training sessions, networking sessions, etc. are used.

66GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52



Organizational capabilities are reviewed to provide innovative and creative

solution to meet the market demands and to ensure best possible solution to

deliver quality products and services for the client stakeholder and thus ensuring

value for all stakeholders of the organization. JIC stakeholders were prioritized

based on the Signature strategy and used its regular engagement methods to

analyse the material aspects as defined by different stakeholder groups. Being a

contract service provider we have less influence over the clients and hence

clients were excluded as part of this reporting. Suppliers were also excluded from

this report as there is lack of operational control or influence over there strategic

planning & decisions, hence boundary setting is been restricted for the topics

within the organization only.

However on understanding the importance JIC committed itself and created a

clear strategy to educate the residents on recycling and also ensured recycling

process at the source of waste generation by providing recycling bins at the

accommodation areas

67GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52

List of material topic


We identified a broad list of aspects of the categories Economic, Environmental

and Social from Table 1 of specific standard disclosures of implementation

manual and also used reference and guidance from the sigma guide to

sustainability issues.

Some of the items which were part of the initial broad list are Energy, Water Bio

diversity, compliance, emissions, HR investment, Procurement practices, Non-

discrimination, Occupational Health and safety, employment practices, labour

management, Labour practices grievance mechanism, Anti-corruption, local

communities, customer health &safety, product & services labelling, market

presence, economic presence.

68GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52

Restatements of information’s


Not Applicable: There is no restatement given in previous report.

69GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52

Changes in reporting


Not Applicable: There is no significant changes from previous reporting

periods.

70GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52

Reporting period


The period considered for reporting this report is between 01.01.2018

till 31.12.2018

71GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52

Date of most recent report


15.01.2017

72GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52

Reporting Cycle


JIC reports its sustainability performance on annual basis

73GRI 102-45, 102-46, 102-47, 102-48, 102-50, 102-51, 102-52

Business Excellence and

Strategic Planning Department

BE & SP Head – Mr. Loganathan

Murthy

Contact Number: +971 50 269 6499

You can simply impress your audience and add a unique zing and appeal to your Reports and Presentations with our

Templates.

Contact points for questions regarding report


74GRI 102-53, 102-54


GRI 102 – GENERAL STANDARD DISCLOSURE

GRI AL JAZEERA INTERNATIONAL CATERING LLC Page Number External Assurance

ORGANIZATIONAL PROFILE

GRI 102-1 NAME OF ORGANIZATION 4

GRI 102-2 ACTIVITIES, BRANDS, PRODUCTS & SERVICE 4

GRI 102-3 LOCATION OF HEADQUARTERS 4

GRI 102-4 LOCATION OF OPERATIONS 4

GRI 102-5 OWNERSHIP AND LEGAL FORM 4

GRI 102-6 MARKETS SERVED 4

GRI 102-7 SCALE OF ORGANIZATION 3

GRI 102-8 INFORMATION OF EMPLOYEES 3

GRI 102-9 SUPPLY CHAIN 3

GRI 102-10 SIGINIFICANT CHANGES TO THE ORGANIZATION AND ITS SUPPLY

CHAIN5

GRI 102-11 PRECAUTIONARY PRINCIPLE OR APPROACH 5

GRI 102-12 EXTERNAL INITIATIVES 5

GRI 102-13 MEMBERSHIP OF ASSOCIATIONS 2

GRI CONTENT INDEX

75GRI 102-55














GRI 102-10 SIGINIFICANT CHANGES TO THE ORGANIZATION AND ITS SUPPLY CHAIN 6




GRI CONTENT INDEX

STRATEGY

GRI 102-14 STATEMENT FROM SENIOR DECISION MAKER 2

GRI 102-15 KEY IMPACTS, RISKS, AND OPPORTUNITIES 4

ETHICS AND INTEGRITY

GRI 102-16 VALUES, PRINCIPLES, STANDARDS, AND NORMS OF BEHAVIOUR 5

GRI 102-17 MECHANISMS FOR ADVICE AND CONCERNS ABOUT ETHICS 5

76GRI 102-55


















GRI CONTENT INDEX

STRATEGY






GOVERNANCEGRI 102-18 GOVERNANCE STRUCTURE 8

GRI 102-19 DELEGATING AUTHORITY 8

GRI 102-20 EXECUTIVE-LEVEL RESPONSIBILITY FOR ECONOMIC, ENVIRONMENTAL AND SOCIAL

TOPICS8

GRI 102-21 CONSULTING STAKEHOLDERS ON ECONOMIC, ENVIRONMENTAL AND SOCIAL TOPICS 8

GRI 102-22 COMPOSITION OF THE HIGHEST GOVERNANCE BODY AND ITS COMMITTEES 8

GRI 102-23 CHAIR FOR THE HIGHEST GOVERNANCE BODY 4

GRI 102-24 NOMINATING AND SELECTING THE HIGHEST GOVERNANCE BODY 4

GRI 102-25 CONFLICTS OF INTEREST 4

GRI 102-26 ROLE OF HIGHEST GOVERNANCE BODY IN SETTING PURPOSE, VALUES AND

STRATEGY3

GRI 102-27 COLLECTIVE KNOWLEDGE OF HIGHEST GOVERNANCE BODY 3

GRI 102-28 EVALUATING THE HIGHEST GOVERNANCE BODY’S PERFORMANCE 3

GRI 102-29 IDENTIFYING & MANAGING ECONOMIC, ENVIRONMENTAL AND SOCIAL IMPACTS 9

GRI 102-30 EFFECTIVENESS OF RISK MANAGEMENT PROCESS 9

GRI 102-31 REVIEW OF ECONOMIC, ENVIRONMENTAL, AND SOCIAL TOPICS. 9

GRI 102-32 HIGHEST GOVERNANCE BODY’S ROLE IN SUSTAINABILITY REPORTING 9

GRI 102-33 COMMUNICATING CRITICAL CONCERNS 9

GRI 102-34 NATURE AND TOTAL NUMBER OF CRITICAL CONCERNS 9

GRI 102-35 REMUNERATION POLICIES 9

GRI 102-36 PROCESS FOR DETERMINING REMUNERATION 9

GRI 102-37 STAKEHOLDERS’ INVOLVEMENT IN REMUNERATION 5

GRI 102-38 ANNUAL TOTAL COMPENSATION RATIO 5

GRI 102-39 PERCENTAGE INCREASE IN ANNUAL TOTAL COMPENSATION RATIO 5

77GRI 102-55


















GRI CONTENT INDEX

STRATEGY






STAKEHOLDER ENGAGEMENTGRI 102-40 LIST OF STAKEHOLDER GROUPS 5

GRI 102-41 COLLECTIVE BARGAINING AGREEMENTS 5

GRI 102-42 IDENTIFYING AND SELECTING STAKEHOLDERS 5

GRI 102-43 APPROACH TO STAKEHOLDER ENGAGEMENT 5

GRI 102-44 KEY TOPICS AND CONCERN RAISED 5

REPORTING PRACTICEGRI 102-45 ENTITIES INCLUDED IN THE CONSOLIDATED FINANCIAL STATEMENTS 10

GRI 102-46 DEFINING REPORT CONTENT AND TOPIC BOUNDARIES 10

GRI 102-47 LIST OF MATERIAL TOPIC 10

GRI 102-48 RESTATEMENTS OF INFORMATION’S 10

GRI 102-49 CHANGES IN REPORTING 10

GRI 102-50 REPORTING PERIOD 10

GRI 102-51 DATE OF MOST RECENT REPORT 10

GRI 102-52 REPORTING CYCLE 10

GRI 102-53 CONTACT POINT FOR QUESTIONS REGARDING THE REPORT 1

GRI 102-54 CLAIMS OF REPORTING IN ACCORDANCE WITH THE GRI STANDARDS 1

GRI 102-55 GRI CONTENT INDEX 6

GRI 102-56 EXTERNAL ASSURANCE 1

78GRI 102-55


GRI CONTENT INDEX

GRI 103 – MANAGEMENT APPROACH DISCLOSURES


GENERAL REQUIREMENTS FOR REPORTING THE MANAGEMENT APPROACH

GRI 103-1 EXPLANATION OF THE MATERIAL TOPIC AND ITS BOUNDARY 6

GRI 103-2 THE MANAGEMENT APPROACH AND ITS COMPONENTS 6

GRI 103-3 EVALUATION OF THE MANAGEMENT APPROACH 4

79GRI 102-55


GRI CONTENT INDEX

SPECIFIC STANDARDS DISCLOSURE

GRI AL JAZEERA INTERNATIONAL CATERING LLC OMISSION External Assurance

ANTI – CORRUPTION

EFFLUENTS AND WASTE Centre of Waste Management

EMPLOYMENT

OCCUPATIONAL HEALTH AND SAFETY OSHAS 18001

TRAINING AND EDUCATION

NON DISCRIMINATION

CUSTOMER HEALTH AND SAFETY Oshad SF ,ADFCA

MARKETING AND LABELLING

80GRI 102-55

External assurance


Our report is verified against widely used assurance standards and/or

by independent auditors. JIC used internal expertise to verify its

reporting process. The management of JIC constituted an excellence

committee assigned with the responsibility to verify on the reporting

process.

This committee is an independent body which reports to the managing

director on performances, compliance checks and assessment results.

This committee uses the GRI guidelines to assess the sustainability

process of JIC; compliance verification is done against the guideline

requirements. To ensure competency of the auditor, members of the

committee were trained on the GRI requirements through an approved

third party agency. This training helped the committee members

understand GRI requirements and guided them in intercepting the GRI

requirements into JIC as part of the verification process.

The sustainability report for the year 2017 was internally verified by the

excellence committee against the GRI guidelines.

81GRI 102-56

Explanation of the material topic and its boundaries


JIC identifies its stakeholders both external/internal as detailed in this

report. We identified a broad list of aspects of the categories Economic,

Environmental and Social and also used GRI reference and guidance

from the sigma guide to sustainability issues.

82GRI 103-1, 103-2



Some of the items which were part of the initial broad list are Energy, Water Bio diversity,

compliance, emissions, HR investment, Procurement practices, Non- discrimination,

Occupational Health and safety, employment practices, labour management, Labour

practices grievance mechanism, Anti-corruption, local communities, customer health

&safety, product & services labelling, market presence, economic presence. Internal

expertise was used in identifying the initial list based on the management experience and

the control measures that were identified as part of the risk assessments, aspect and

impact assessments. JIC did an analysis and found that it has generated overall of 6572

m3 food waste over the years which resulted in occupying 350 m2 of landfill. It was also

understood the generated waste had the potential to generate 52567 m3 of methane due to

decomposing of food waste in landfill. Dumping of food waste in landfill also affects the

ecological & food chain balance as there is a high chance of E.coli ingestion into land due

to food waste generation. Also Raw material production of these food has involved an

approximate of 48 X 108 gallons of water (I.e. Forty eight hundred billion gallons of water).

We understand our part and role in managing and reducing our waste production of our

operations as it has a major impact as expressed by our stakeholders as part of the

engagement meetings and as continuously stressed by the Centre of Waste Management,

Abu Dhabi. Stakeholder needs are identified using JIC signature strategy wherein

engagement processes i.e. Meetings, workshops, training sessions, networking sessions,

etc. are used.

83GRI 103-1, 103-2



Organizational capabilities are reviewed to provide innovative and creative solution to meet the market

demands and to ensure best possible solution to deliver quality products and services for the client

stakeholder and thus ensuring value for all stakeholders of the organization. JIC stakeholders were

prioritized based on the Signature strategy and used its regular engagement methods to analyse the

material aspects as defined by different stakeholder groups. Being a contract service provider we have

less influence over the clients and hence clients were excluded as part of this reporting. Suppliers were

also excluded from this report as there is lack of operational control or influence over there strategic

planning & decisions, hence boundary setting is been restricted for the topics within the organization only.

However on understanding the importance JIC committed itself and created a clear strategy to educate the

residents on recycling and also ensured recycling process at the source of waste generation by providing

recycling bins at the accommodation areas. Suppliers influence was strengthened by extending the JIC

SPEARS methodology for the Supplier stakeholders, through which clear objectives were set for supply

chain requirements, required resources in the form of Training were provided, Empowerment was ensured

to raise any concern related to supply chain of supplier management, regular monitoring was done through

audits / product inspections etc. Review of the supplier performance was done on half yearly basis and

suppliers were rewarded for the best performance through the best supplier awards process.

Material aspect threshold was defined based on 4x4 chart considering the influence of stakeholder

assessment and significance of the economic, environmental and social impacts of JIC for all the identified

aspect.

84GRI 103-1, 103-2

The management approach AND its components


In our organization corporate responsibility is a top leadership agenda and is

regularly discussed at the highest decision-making level (e.g. the board of

directors etc.) Yearly CSR objectives are developed based on top management

reviews chaired by the MD. Based on the previous year’s achievement, objectives

are revised and developed. Departmental objectives are further reviewed and

aligned to incorporate CSR objectives of JIC.

Some of the CSR objectives include waste reduction, customer satisfaction,

employee satisfaction, employee retention, employee development, ethical

business etc.

JIC uses tool box talks, intranet portal and departmental meetings as

communication tools to convey objectives to ensure effective implementation in all

departments.

85GRI 103-1, 103-2



Internal / external audits of JIC verifies and monitors the effectiveness and

performance of objectives which are then reviewed as part of the monthly

Management review meeting (MRM).

The monthly MRM is chaired by the MD who reviews the departmental objective

and then presents the overall collective report to the board of directors (BOD) on

an annual basis. The BOD further reviews the sustainability objectives and

assesses the annual performance, based on which the next year’s objectives are

planned.

Analysing Stakeholders

Based on the identified a list of stakeholders, JIC will further analyse to better

understand their relevance and the perspective they offer, to understand their

relationship to the issue(s) and each other, and to prioritize based on their relative

usefulness for this engagement.

86GRI 103-1, 103-2


JIC used the below list of criteria to analyse each identified stakeholder:

Is this someone who could derail or delegitimize the process if they were not included in the engagement? The Managing Director and the Operations Manager visit clients on a

regular basis to understand future requirements and review progress, they also meet with suppliers and service providers on a regular basis to express client requirements and

also ensure that they are met. Senior management identifies the requirements, expectations and opportunities by meeting the clients and shares the feedback to the staff during

the departmental meetings. Based on this feedback, areas of improvement are identified, analysed and implemented to meet the future needs of the stakeholders. JIC has

defined a clear stakeholder engagement process and uses the same as guidance for engaging with all stakeholder groups.

Necessity of involvement:

Does the stakeholder have

information, counsel, or expertise on

the issue that could be helpful to JIC.

Contribution (value):

How legitimate is the

stakeholder’s claim for

engagement?

Legitimacy:

How much influence does the

stakeholder have? (We need to

clarify “who” they influence, e.g.,

other companies, NGOs,

consumers, investors, etc.)

Influence:You can simply impress your audience

and add a unique zing and appeal to

your Presentations. Easy to change

colors, photos.

Willingness to engage:


87GRI 103-1, 103-2



Mapping Stakeholders

JIC analysed the Identified Stake holders’ groups on their Interest / Power &

impact on the process, we used a 4x4 matrix analyse grid for the same. The grid is

divided into four quadrants for analysing purpose and below criteria was applied

for the stakeholders falling under respective quadrants.

High power, interested people: JIC involved & engaged with this group actively

and considered them in material Aspect identification, as they had expertise and

resources to assist JIC in the process. High power, less interested people: JIC

communicated with this group on high level for engagement. Low power,

interested people: JIC communicated with this group on a moderate level for

engagement. Low power, less interested people: JIC monitored these people, and

communicated on need basis.

Some of the Key concern raised by stakeholders of various groups included:

Reduction of food waste generation.

Reduction of food waste to landfill.

Prevention of E. coli to enter the ecosystem through waste.

88GRI 103-1, 103-2



To address these issues a senior

management team was formed to do an

operational analysis at the grass root

level to understand the problem and

underlying reasons to Identify a single

operational CSR strategy that addresses

three key challenges of Reduction of

food waste generation, Reduction of

food waste to landfill and prevention of

E.coli to enter the eco system through

waste. As part of JIC innovation

management the scenario was put forth

to the staff team and Innovation was

identified at three levels starting with

product modification, process alteration

& infrastructural change. This thought

leadership enabled JIC to innovate an

internationally recognized best Practice

Our Planet – Our Responsibility.

ProcurementProcurement policy and plan was revised including sourcing of raw materials which has less production

waste (i.e. vegetables like cauliflower were avoided) and packaging specifications were revised to ensure reduction of waste at the point of generation.

JIC created a waste reduction plan and incorporated action items in three areas as below:

OperationsFood production plan was reworked and process was revised which ensured food production based on client

requirement, i.e. production was altered on daily basis based on the occupancy level of the camp site and overall

10% of production was decreased.

Staffs were trained on controlled food portion service at food counters to avoid plate wastage. Menu was

reworked and some of non-preferred food items were removed from our menu. Customers were encouraged to

support JIC’s food reduction initiative through signature campaigns & awareness flash mobs.

Waste DisposalApart from the above control measure, JIC implemented a state of the art waste disposal method to reduce impact

on the environment. As part of its innovation management, JIC substituted its disposal method by investing quarter

million dirhams in a food digester machine.

This state of the art machine acts as giant stomach and digests food waste in to liquid waste using oxygen based

aerobic process. It uses blend of microorganisms to digest fat, protein & fibre present in food waste. Output of the

process is an organic grey water which has no harm to the environment as validated by Abu Dhabi Quality and

Conformity council central testing laboratories. This process also ensures reduction of greenhouse gas emission

due to waste decomposition and transportation of waste material to landfill.

89GRI 103-1, 103-2

Evaluation of the management approach


JIC’s business excellence and sustainability commitment conforms to three ISO

standards:

ISO 22000:2005 – Food Safety Management System

ISO14001 – 2004 Environmental Management Systems

OHSAS 18001:2007 – Occupational Health and Safety Assessment Series

This integrated management system of JIC is audited by DNVGL on an annual

basis and conforms to our adherence to legal compliance, ethical and safe

operating practices, and continual improvement in all operating facilities.

JIC practices the EFQM business excellence model which addresses sustainability

as a core criteria. We are also part of the BPIR for benchmarking our sustainability

and business excellence process.

90GRI 103-3


JIC practices the EFQM business excellence model which addresses sustainability as a core criteria.

We are also part of the BPIR for benchmarking our sustainability and business excellence process.

Our business excellence committee- which comprises of heads from various corporate functions like

operations, HSE, procurement, HR and admin, accounts etc.- is responsible for our CSR and

sustainable activities of the organization. JIC also has a staff welfare committee which takes care of

employee social well-being.

Each committee has their clear set objectives and roles and responsibilities acknowledged and

imparted by the MD. These committees directly report to the MD, who reviews each committee’s

functioning and achievements of their goals on a monthly basis.

Sustainability objectives and goals are aligned with departmental strategies and addresses social,

environmental and legal requirements.

JIC has created a resource matrix which guides the management in ensuring required resource

availability for achieving its fixed goals. JIC uses the SPEARS methodology for sustainability

management which ensures: Setting objectives; providing resources; empowering people; Analysing

performance; Reviewing /Recognizing; and sharing knowledge.

91GRI 103-3



JIC uses a three tier induction process covering different areas of information for the employees to be

aligned to the organization’s strategy and goals (i.e. company policy, procedures, processes, local rules

and regulations, labour standards, employee benefits, society requirements, IMS requirements etc.).

JIC uses pictorial /video induction modules to ensure mutual understanding in its multicultural

environment.

Tier 1 HR induction covers human rights, labour rights, non-discrimination, open door culture and

empowerment related topics in detail. HSE requirements, standard procedures and emergency

response empowerment is a given as part of Tier 2 induction. Risks related to social, environment and

other work specific objectives are communicated and enforced as part of Tier 3.

As part of IMS, JIC has identified training needs and staff development requirements, through the

training need matrix for individual designations of the organization using the EDGE methodology.

(Please refer page # 57 of JIC Sustainability report – 2014 for information on EDGE methodology)

JIC’s 2016 vision is strategized into organizational objectives as Tier 1, which is then segmented in Tier

2 as departmental objectives and further incorporated into individual objectives as Tier 3.This process

ensures a clear understanding of objectives and sustainability targets throughout JIC .

The SMART principle is implemented for setting these objectives. Respective process owners and

individuals are made aware of the same through the JIC intranet portal for compliance and adherence.

Targets are monitored and reviewed through IMS audits by internal and external parties. Corrective and

preventive actions are reviewed through monthly management review meetings and routed through

JIC’s ERP system, enabled with the CAR process. This real time monitoring tool ensures JIC to

address change and further enables the organization to make strategic decisions.

92GRI 103-3



Our engagement meetings with various stakeholder groups, which

included our suppliers, clients, staffs and regulatory bodies, have allowed

and enabled us to have a greater part in managing the following three

core issues as we interact with larger groups of people on a daily basis.

Reduce our food waste as part of our operations.

Provide support and aid for refugees affected by war.

Support availability of rare blood groups.

Being a service provider we don’t have control over our client’s waste

generation and hence JIC has strategically involved stakeholders in

creating awareness through educational signboards and pamphlets. JIC

also modified its operational process and procedure to reduce the waste

generation of our operations such as procurement policy and bulk

cooking process. We were able to reduce 22% of our food waste

generation for the year 2014. JIC also partnered with local NGOs and

engaged with customers and staff by educating and participating in

engagements to support social issues.

93GRI 103-3

OPERATIONS ASSESSED FOR RISK RELATED TO CORRUPTION


Confirmed Incidents of Corruption and Action Taken

Details 2010 2011 2012 2013 2014 2015 2016 2017 2018

Total No. of Incidents

Discrimination0 0 0 0 0 0 0 0 0

This aspect was categorized as material as it has impact both within & outside the organization and is directly related to the

organizations commitment of being a responsible corporate citizen.

94GRI 205-1, 205-2

OPERATIONS ASSESSED FOR RISK RELATED TO CORRUPTION


Impacts identified for the aspect are as follows

Within the organization:

• Financial Loss

• Depletion in quality of product & services

• Loss of company data

• Loss of business

• Slow organizational Growth

Outside the organization

• Loss of customer trust / satisfaction

• Loss of brand loyalty

• Legal actions

NO

95GRI 205-1, 205-2



JIC employees must not engage in any scheme to defraud a customer, supplier, or other

person with whom the company does business out of money, property, or services, without

exception, all will comply with the applicable laws, rules and regulations. In the event of

any misconduct or if illegal actions are noticed, the same will be brought to the notice of the

senior management or the Managing Director Please refer to our website: www.aljic.ae for

more information on our code of ethics. Roles and responsibilities of the staff related to

adherence of this policy are clearly communicated and implemented through the

accountability matrix. Read compliance and adherence commitment of this policy has been

ensured via signed acknowledgement of the policy by all the staffs. As part of our

management system process, we have defined clear roles, responsibility, accountability

and authority for the implementation and follow up of all policies which includes a strict

adherence to the anti-corruption commitment of the company.

As an enhancement and continual improvement to the system JIC constituted a bidding

committee which comprises of members from Accounts, procurement, Operations,

Business excellence and management executive. This committee is responsible for

ensuring transparent and unbiased bidding process without any deviation to the

implemented systems and to ensure zero violation to the Anti-corruption policy. The whole

bidding process is validated and verified by third party external auditors and consultants to

ensure transparency assurance. This ensures the corporate governance process as well.

96GRI 205-1, 205-2

Waste by type & Disposal method


JIC’s commitment to the environment is a continual process and hence we follow and strive to practice the best possible methods to support the environment in our operations and in general.This aspect is material to JIC as we believe within and outside the organization, as it has direct impact on environment and the local community and indirectly also impacting the financial performance of the organization, following are the impacts that makes this aspect material:-

Land pollution

JIC was able to achieve its goal of 20% reduction in waste generation by

following and adhering to its waste management plan which addressed

various aspects of recycling, Procurement planning and production planning

in order to achieve a sustained result.

JIC structured its waste management process in a way wherein all

applicable recyclables such as paper, tins, glass, cardboards, tetra packs

and used oil are segregated and are recycled through appropriate

authorized vendors.

97GRI 306-2, 306-2 B


JIC developed a waste management action plan where all applicable measures in adherence

to the Based on the waste management hierarchy waste management action plan was

implemented and relevant process owners were identified for implementation & monitoring

and all applicable measures.

Waste avoidance is the first hierarchical step in reducing the amount of waste produced. The

generation of waste was avoided by substituting inputs for those that generate waste,

increasing efficiency in the use of raw materials, energy, water or land, redesigning processes

or products, and/or improving maintenance and operation of equipment.

As part of EMS, JIC conducted an environmental risk and aspect assessment of its

operational activities such as catering operations, housekeeping, laundry, logistics and

administrative tasks. Core issues, considered as part of the assessment, were waste

generation, water and energy consumption, smoke emissions, chemical handling and

disposal, resources usage and depletion.

JIC applied its EMS risk matrix; defined in its operational procedure based on consequence

and probability chart. Identified impacts are further controlled using operational control

measures which are verified and validated as part of monthly internal audits

Some of the control measures improved in 2014 include procurement requirement

restructuring and the introduction of a food digester machine to avoid landfill occupying due to

food waste generated by JIC. This machine coverts food waste into liquid through organic

enzyme process and has avoided 39% of food waste reaching the landfill. This was a pilot

phase which was done by

JIC and based on the analysis it would be decided further for implementation.

Indicators: Waste Management

Waste by type & Disposal method

98GRI 306-2, 306-2 B

Total weight of waste by type & Disposal method


Waste Type Unit 2011 2012 2013 2014 2015 2016 2017 2018 Category Disposal

Plastic Tons 4.08 2.7 1.26 1 3.7 3.5 4.0 5.5 Non - Hazardous Recycling

Steel Tons 5.15 5.7 8.2 7.1 7.7 5.7 8.4 7.2 Non - Hazardous Recycling

Paper/

CartonTons 15.97 27.2 49.92 51.2 55.4 46.2 50.0 49 Non - Hazardous Recycling

General

WasteM3 4660 5820 3200 2332 3520 2736 3392 3280 Non - Hazardous Land fill

Food

WasteM3 1841 1589 1351 825 - - - - Non - Hazardous Land fill

Recyclable

OilLtrs 2400 2400 1800 850 800 580 430 530 Non - Hazardous

On-Site

Storage

99GRI 306-2, 306-2 B

New employees hire & employee turnover


Indicators: Employment

(Total no & rates of new employees hires and employee turnover, by age group and region)

JOINING DETAILS 2010-2017S.No. 2010 2011 2012 2013 2014 2015 2016 2017 2018

No of staff Joined 221 274 150 25 21 54 33 53 120

18-40 185 241 138 23 20 52 30 52 3

41-60 36 33 12 2 1 2 3 1 117

Male 221 274 148 23 20 54 33 53 120

Female 0 0 2 2 1 0 0 0 0

Nationality 2010 2011 2012 2013 2014 2015 2016 2017 2018

India 148 100 45 25 7 36 13 10 44

Bangladesh 1 57 64 0 0 0 0 0 0

Nepal 63 102 26 0 12 16 18 0 61

Pakistan 2 12 2 0 1 1 2 2 3

Syrian 2 0 0 0 0 0 0 0 0

Egyptian 3 0 0 0 0 0 0 0 2

Oman 0 0 1 0 1 0 0 0 0

Sudan 0 0 1 0 0 0 0 1 0

Thailand 0 1 0 0 0 0 0 0 0

Filipino 2 0 1 0 0 1 0 1 2

Chinese 0 2 103 90 0 0 0 0 8

100GRI 401-1

ATTRITION DETAILS 2010-2017

S.No. 2010 2011 2012 2013 2014 2015 2016 2017 2018

No of staff Resigned 48 51 120 117 93 45 31 66 69

18-40 39 46 103 104 82 37 28 60 60

41-60 9 5 17 13 11 8 3 6 9

Male 48 51 120 117 91 45 31 65 69

Female 0 0 0 0 2 0 0 1 0

Nationality 2010 2011 2012 2013 2014 2015 2016 2017 2018

India 39 23 79 52 41 26 14 38 28

Bangladesh 0 2 14 5 7 2 2 5 3

Nepal 7 21 21 44 41 15 12 22 36

Pakistan 1 4 2 2 1 0 3 1 2

Syrian 1 0 1 1 0 0 0 0 0

Egyptian 0 1 0 1 0 0 0 0 0

Oman 0 0 0 0 1 0 0 0 0

Sudan 0 0 0 0 0 0 0 0 0

Thailand 0 0 0 1 0 0 0 0 0

Filipino 0 0 0 0 2 2 0 0 0

Chinese 0 0 340 11 0 0 0 0 0

New employees hire & employee turnover


Indicators: Employment

(Total no & rates of new employees hires and employee turnover, by age group and region)

101GRI 401-1

Workers representation in formal joint management- Worker

Health & Safety Committees


A healthy workforce and a safe work environment is a key factor for a sustained and

an excellent organization culture to ensure organizational excellence and

sustainability.

Hence we consider this aspect as material as it has direct impact on the employees

within the organization JIC, as part of its business excellence model, has developed

a people plan, which ensures a systematic approach towards labour practices and

their rights. JIC adheres to the UAE Labour Law No. 8 to ensure compliance as per

the legal requirements. JIC has implemented a health and safety management

system to ensure that employee rights to safe work is in compliance and specific

indicators to the performance of management system are put in place.

The IMS policy of JIC clearly exhibits the management commitment towards health

and safety of the employees; JIC’s non-discrimination policy clearly explains its

fairness in equal opportunity employment. JIC constituted various teams

represented by different groups of people from the employees. These teams ensure

that labour practices and labour rights are adhered to in accordance to the manual/

policy of the organization. One of the teams worth special mentioning is the staff

welfare team; they identify various methods to improve on the existing labour

practice followed by JIC and has team members representing different departments

and different nationalities.

102GRI 403-1




JIC’s three tier induction ensures education of labour standards, welfare

facilities and benefits that are available for all employees. A full day session

on this topic is generally delivered through the human resources department;

employees are explained and made aware of their rights, dos & don'ts are

also a part of this session

Awareness and updates on the labour benefits is disseminated through daily

tool box talks at the department level. Jazeera Communication Cascade is a

forum supervised by management representatives that keeps the staff

updated on the happenings of JIC on a monthly basis along with their labour

rights and goals. Reiteration of labour rights and goals is done by the

department heads through tool box talks and monthly discussions on labour

rights are discussed among all staff.

HR also initiated communication of labour rights through its bulletin boards

and agenda of the HSE meetings also covers labour standards. The minutes

of the meeting are recorded and are circulated to all concerned for effective

action if required. Indicator: Occupational Health & safety.

103GRI 403-1




S.No Committee NameTotal No. of Employees in

Organization

No. of Staffs in

CommitteePercentage (%)

1 Staff Welfare Committee 358 15 3.11

2 ERT Team 358 9 5.3

3 HACCP Team 358 7 2.7

4 Excellence Team 358 5 1.9

Total/Average 358 36 10.3

14GRI 403-1

Types of Injuries & rates of injury, occupational diseases, lost days,

And absenteeism, and number of work-related fatalities


Period – 01.01.2017 till 30.12.2017Month JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Man power 309 305 312 309 308 304 299 301 304 307 311 302

Man-hours

worked80340 79300 81120 80340 80080 79040 77740 78260 79040 79820 80860 78520

Fatalities 0 0 0 0 0 0 0 0 0 0 0 0

Lost Time

Injuries0 0 1 0 0 1 0 1 0 1 1 1

Restricted

Work Injuries0 0 0 0 0 0 0 0 0 0 0 0

Loss work

days0 0 02 0 0 02 0 08 0 02 05 04

Medical

Treatments0 0 0 0 0 0 0 0 0 0 0 0

First Aids 1 0 0 0 0 0 0 0 0 0 0 0

Near Misses 0 0 0 0 0 0 0 0 0 0 0 0

Other Incidents 0 0 0 0 0 0 0 0 0 0 0 0

Absenteeism 29 9 29 5 8 29 14 7 12 36 19 29

105GRI 403-2, 404-1


In the ever changing business environment, the best investment one could do is

on people, learning and development of the people will always support the

organizations growth and will ensure sustain organizational excellence at all times

at all levels. We consider this Aspect as material as it has both direct & indirect

impacts within and outside the organizations, some of the identified Impacts are:

Within Organization

Skill Development

Employee performance / productivity Employee retention

Knowledge enhancement

Outside Organization: Customer Satisfaction

Legal Compliance

Brand Loyalty

JIC staff comes from different ethnic, cultural and faith backgrounds.

Consequently, the senior management has developed a pictorial induction for

staff. JIC uses a 3 tier Induction process covering different areas of information for

the employees to be aligned to the organizations strategy and goals (i.e. Company

policy, procedures, processes, Local rules and regulations, labour standards,

employee benefits, IMS requirements etc.) mentioned below:

Average hours of Training per year per employee

106GRI 403-2, 404-1


Tier 1: (Human Resources)JIC Human resources department provides the Tier 1

induction for the new joiners which explains on the various topics such as JIC Vision,

JIC mission, JIC Values, Employee benefits and facilities, Labour rights and benefits,

company policies (alcohol, smoking, jewellery, uniform code) Non-discriminatory

practices policies and procedures for grievances, open door policy, Salary disbursement

details, legal rules and regulations, do’s and don’ts of the country and organization,

mode of communication in JIC and Intranet usage, on completion of this tier employees

undergo the next level of induction in Tier 2.

Tier 2: (Integrated Management System / HSE)This tier concentrates on Environmental,

Health, Safety and the integrated management system requirements of JIC, major

sections covered under this tier includes health and safety standards of the

organization, Food safety requirements, environmental safety requirements, Emergency

response procedures and requirements, Incident reporting process, Management

system policy, notice board information and organizations’ CSR details etc., the

employees are further proceeded to undergo the final tier of induction Tier 3.

Tier 3: (Operations)The 3rd tier induction focuses on department specific information

and instructions related to their daily job activities, Individual objectives, productivity

requirements, operational health and safety, customer requirements and expectations

etc.,


107GRI 403-2, 404-1


On completion of the induction, a verification session is conducted to gauge the understanding of the induction for the new joiners

and their acknowledgement is sought for compliance. This approach of JIC has ensured structured approach for any new

employee alignment to the organizations’ goal / objective. JIC uses its Fresh Eyes where the management team meets the new

staff after a period of two months to learn and understand the new perspectives of the new joiner. Feedback and suggestions

received through this forum is analysed for improvement and implementation.

JIC follows the Open Door Culture which empowered the staff to being a part of improvements in processes, procedures through

the CAR Process, which is reviewed at the monthly management review meetings. JIC as part of its SPEARS methodology uses

the decision making matrix and has empowered the staff to take decisions using the matrix as guidance related to their roles and

responsibilities. This approach helps JIC in sustaining its employee morale and customer satisfaction in a sustained manner.

This practice of JIC was validated and verified by the awards committee of the International best practices and empowerment

researchers, included this practice as part of their journals and research. JIC uses art and cultural competitions, talent exhibition

forums, Recipe development forums and competition platforms to empower creativity at all levels of the organization.

JIC has multi ethnic people background and understands that people skills need to be tapped to overcome the cultural barrier and

hence created various creativity and innovation forums to expose their hidden talents irrespective of their expertise.

Personality development workshops, HSE meetings, to explore the hidden talents of staff. The senior management ensures staff

performance alignment by defining individual KPI, monitoring the same on monthly basis and reviewing during the appraisals.

In 2013 based on an informal benchmarking JIC understood that maximum time period of a person’s concentration is on an

Average of 7- 10 min, hence JIC revised its Training strategy by reducing its time duration of trainings from 45 min to 15 min. JIC

also reduced the time duration of its custom made videos, effectiveness of the same was visible through the staff performance in

their regular work and the Abu Dhabi Food Control Authority Exams.

JIC staff has 99.01% pass percentage in the Mandatory Exams conducted by the Abu Dhabi Food Control Authority for the food

handlers, where the common Industry standard is 75%.


108GRI 403-2, 404-1


TRAINING BUDGET VS. ACTUAL

Training Budgeted vs. Actual

Year Budgeted Actual

2010 30 32

2011 253 256

2012 451 462

2013 499 498

2014 541 631

2015 513 614

2016 595 669

2017 532 838

2018 660 935

109GRI 403-2, 404-1


Year Pass %

2013 97.81

2014 98.34

2015 98.51

2016 95.74

2017 99.01

2018 97.14

Year No. of Training

2013 498

2014 631

2015 614

2016 669

2017 838

2018 823

Essential Food Safety Trainings - EFST No. of Training Sessions

110GRI 403-2, 404-1



Essential Food Safety Trainings - EFST No. of Training Sessions

97.81

98.34 98.51

95.74

99.01

97.14

94

95

96

97

98

99

100

2013 2014 2015 2016 2017 2018

498

631614

669

838 823

2013 2014 2015 2016 2017 2018

111GRI 403-2, 404-1



No. of Attendees

97.81

98.34 98.51

95.74

99.01

97.14

94

95

96

97

98

99

100

2013 2014 2015 2016 2017 2018

Year No. of Attendees

2013 6018

2014 5124

2015 4596

2016 5189

2017 5586

2018 5464

6018

5124

4596

51895586 5464

2013 2014 2015 2016 2017 2018

112GRI 403-2, 404-1

Percentage of Employees receiving regular performance

& career development reviews


Regular Performance / Career Development Appraisal\

Details 2010 2011 2012 2013 2014 2015 2016 2017 2018

Average staff (on board) 227 420 477 379 302 304 306 306 334.5

Overall Appraisal for the Year 227 420 477 379 302 304 306 306 297

Overall No. of staff who got benefited by the

performance review (i.e. Performance

Increment / Career Development)

22 231 198 199 186 277 223 289 297

Percentage (%) 10 55 42 53 62 91 73 94 88.78

No. of staff who received performance

Increment 19 151 61 154 155 277 223 289 121

Percentage (%) 8 36 13 41 51 91 73 94 36.17

No of staff who got Career Development 3 80 137 45 31 27 23 35 36

Percentage of Career development 1.32 19.05 28.72 11.87 10.26 8.88 7.52 11.4 10.76

Senior Management (Key managers) 0 1 1 2 2 4 7 8 5

Middle management (Department Head) 0 12 10 6 6 9 4 5 5

Line Management (supervisors) 1 14 14 9 18 24 25 27 37

Skilled (Chefs, Assistant Cooks and Drivers) 2 149 134 87 84 114 100 159 129

Unskilled (Cleaners/ Helpers/ Office boys) 19 55 39 95 76 126 87 90 101

Male 22 231 198 199 185 276 222 288 298

Female 0 0 0 0 1 1 1 1 1

113GRI 404-3

Incidents of discrimination & corrective actions taken


JIC practices a non-discriminatory employment irrespective of colour, sex, creed,

religion, region, etc. The same is monitored and practiced at all levels and within

all activities of the organization. To ensure transparency and unbiased process,

JIC has developed a reporting mechanism as part of the non-discrimination

process. This procedure explains the clear roles and responsibilities and process

steps that need to be followed in handling a complaint related to discrimination,

harassment & retaliation in the workplace. The procedure also takes care of the

privacy and confidentiality of the complainant & other person involved in the

process of handling the complaint. To ensure effective communication and

reporting of violations, employees are empowered with communication channels

like Corrective Action request, Jazeera communication cascade, HSE meetings

to report and seek guidance.

Any deviation, non-conformity to JIC ethics can be reported to the top

management by contacting them personally or through publicly posted email ids.

Complaints or queries made through this ethics hot line is kept in strict

confidentiality and is handled discreetly. Any retaliation against employees who

come forward to raise genuine concerns is not tolerated.

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Customers being the primary purpose of service industry has always been the source of improvement for JIC’s

business process.

To ensure consistent in product and service delivery and to create a brand recognition among the customers it is

required to ensure health and safety of the customers while adhering to their service requirements. Hence this

aspect has been 56 considered as material. Impacts which were identified within & outside the organization are as

follow:

Within the Organization:

• Financial Loss

• Loss of business / closure of business

• Slow organizational Growth

Outside the organization

• Loss of customer trust / satisfaction

• Loss of brand loyalty

• Legal actions.

These aspects are been handled as part of our organizational excellence process and is integrated in the IMS

management system of the organization. JIC promotes and markets its services in public and private sectors,

workers accommodation, construction camps, educational institutions, hotels etc., JIC also markets and promotes

services to the oil and gas field camps, armed forces premises, government organizations and hospitals.

JIC has a marketing department monitored by the Managing Director. They use the organization’s marketing plan to

approach various sectors. JIC strategically approaches and targets potential clients who are capable of meeting the

required legal and commercial compliances and also understanding the client needs and is flexible to meet the

client requirements.

Requirements for product & Service information and labelling

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JIC understands the requirements of existing clients and the importance of adding on

new customers. Based on this the operations team is geared to develop and implement

the requirements.

The operations team plans the menu, products or services specific to the client

requirements which meet the overall requirements of the guests and uses the menu

development process incorporating innovation and creativity into it through recipe

development competitions and fusion cooking methods to break the monotony and

exceed their taste requirements. JIC uses its 7 step product delivery procedure to

manage and deliver its services and products.

JIC receives enquiry through emails, telephone calls, etc., all enquiries are reviewed by

the Managing Director along with the marketing department as part of JIC strategic

approach and based on which the client needs and requirements are analysed through

a site visit or a formal meeting.

JIC proposal is made based on the analysis, contract and payment terms. Proposal also

details terms and conditions regarding the scope of work, menu options, quality and

quantity. Based on mutually agreed terms the proposal is then formalized into a

contract. JIC has implemented ISO 22000:2005 (food Safety Management System)

which ensures a systematic approach towards product development, service and

delivery. JIC follows the Seven Principles of HACCP to ensure safe delivery of products

for the customers and does random external laboratory sampling of its products on

monthly basis to verify on the Implemented food safety system.

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JIC monitors and reviews the performance of the implementation through

internal / external audit process to maintain the consistency of the product

delivery and services.

To review effectiveness of the delivered services and products JIC uses

Customer feedback process to seek inputs on monthly basis from all its

clients. Review of the same is done in the Management review meetings

chaired by the Managing Director in which the scope for improvement is

identified and any need for change is implemented immediately to meet the

customer requirements.

To ensure process performance across the organization, JIC introduced HSE

process awards for internal departments on yearly basis to measure strategic

performance of the departments and to promote healthy competition among

the departments. These awards are analysed on the effectiveness of the

implementation and adherence within the department and have shown a

positive trend in closure of process GAPS within the organization as evident in

the results section. JIC has developed proactive platforms for the customers

to address their comments, complaints and compliments on regular basis

through hospitality services feedback form, email ids of key site operational

personnel and mobile contacts numbers of site managers to communicate

their views and comments on our products and services.

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JIC has empowered all its employees especially the staff who faces customers during service

delivery with its unique decision making matrix to address and resolve customer problems

within the SOW of the contract and also educate them through information posters on food

safety and other aspects related to the products and services. JIC has strategically deployed

ethnic background staff to service their ethnic nationality people, this has overcome the

language and cultural barrier and has helped JIC to understand customer requirements more

precisely and has enhanced their service standards. On a monthly basis JIC seeks client

feedback on the taste of the food, spice content, salt content, cooking style, texture, aroma,

presentation, consistency of quality, etc., This information is then processed internally to help

better understand customer needs and expectations.

JIC has set targets / objectives for ensuring customer satisfaction and measures its

performance on monthly basis, review of the performance is done and any improvements if

required are addressed for implementation through management review meetings. Though

food and hospitality being a subjective perception, JIC has analysed repeated complaint

details and has taken corrective measures to reduce / mitigate reoccurrence of complaints.

JIC management communicates its customer comments, complaints, compliments and

suggestions down line to its staff through operations and departmental meetings and further

communicates it to the field staff through daily Tool box Talks. This approach has helped JIC

to meet customer requirements on immediate basis. JIC also assists clients with consultation

services such as kitchen design and adherence to local food safety & Health and safety

regulations as part of customer loyalty.

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Incidents of Non-compliance product and

Service information and labelling


Not Applicable: No incidents have reported with regards to product and

services

119GRI 406-1, 417-1, 417-2, 417-3

Incidents of Non-compliance concerning

marketing communications


Not Applicable: No incidents have reported with regards to product and

services

120GRI 406-1, 417-1, 417-2, 417-3


Al Jazeera International Catering L.L.C

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